...The idea of the framework is to integrate the analytical and policy elements of financial stability and provide a framework of practical measures. It is suggested that a framework for financial stability will have 3 main objectives: To achieve early identification of potential risks and vulnerability of the system | To promote preventative and timely remedial policies to avoid financial instability | To resolve instabilities when the preventative and remedial policies fail. | The US approach tends to follow the traditional “shock transmission” approach that was the basis of many policy orientated frameworks. In this approach the system was considered to remain in a state of equilibrium if undisturbed or would adjust to a different state if and when a shock was experienced. This approach concord with the view that financial stability is not a defined static state but should be viewed as a continuum in which problems and imbalances may develop or be resolved through the self corrective mechanisms of the financial systems or the imbalances accumulate to the point that outside action would be required. The ultimate goal of the framework is to prevent problems from occurring or to resolve problems if prevention fails. However there are differences that emanate from differing cultural attitudes. In the US for example, there is more emphasis towards leaving corrections to the market and for the regulator to intervene when the market does not correct the problem. Financial...
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...UNIVERSITY OF PITTSBURGH KATZ GRADUATE SCHOOL OF BUSINESS BSEO 2531 ENTREPRENEURSHIP AND NEW VENTURES January 2015 PROFESSOR: G. Richard Patton 328 Mervis Hall grpatton@katz.pitt.edu Phone: 648-1568 SECRETARY: Pat Koroly 341 Mervis Hall 412-648-2250 Required Case and Reading Packet link: https://cb.hbsp.harvard.edu/cbmp/access/32240148 BSEO 2531 is to be a different experience for our MBA students. Most of your previous student experience has been focused on models and techniques that are typically applied in large organizations. BSEO 2531 will focus on a different aspect of the business environment--entrepreneurship. Consequently, this course will be structured differently than most other courses. Part of the course will involve the use of conventional case analysis, discussions and lectures. In addition, there will be guest speakers, time permitting. There are multiple objectives for the Entrepreneurship elective, including: 1. Understanding the process of New Venture Formulation 2. Studying the characteristics of successful entrepreneurs 3. Process and structure of business plan development 4. Understanding sources and methods of financing new business ventures 5. Opportunities to apply functional skill (marketing, finance, accounting, etc.) 6. Networking in the Pittsburgh entrepreneurial community The focus of the class will be the development...
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...All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording or any information storage and retrieval system, without permission in writing from the publisher. British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library ISBN 1 904541 08 9 ISSN 1393-6190 Cover design by Creative Inputs Typeset by the Institute of Public Administration Printed by ColourBooks CONTENTS 2 Foreword 5 Acknowledgements 7 Executive Summary 8 Chapter 1: Introduction 12 1.1 Background 12 1.2 Policy context 13 1.3 Rationale for the study 14 1.4 Research terms of reference and approach 14 1.5 Report structure 15 Chapter 2: Key Concepts from the Strategic HR Literature 17 2.1 Introduction 17 2.2 What is strategic HR? 17 2.3 From personnel management to strategic HRM 18 2.4 The impact of strategic HRM 21 2.5 The implementation of strategic HRM in the public sector 23 2.6 Key chapter findings 26 Chapter 3: The Developing Concept of Strategic HR in the Irish Civil Service 28 3.1 Introduction 28 3.2 Background to HR reform in the civil service 28 3.3 From policy to practice 31 3.4 Key chapter findings 33 Chapter 4: Strategic HR Practice in the Irish Civil Service 35 4.1 Introduction 35 4...
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